Growth: New revenue models, smart partnerships, our brand equity

My manifesto for President of the International Olympic Committee has 5 core pillars of what I would do if I was elected. In this post I go through my Growth pillar and why we need it so much.

To sustain the Games we must grow, not just financially, but also in reach and relevance across every continent. Commercial partners and broadcasters want modernisation. They want to be integral partners, not just a logo or a provider.

They need the Games to adapt to a changed commercial landscape while maintaining the unique appeal of the Olympic brand. The commercial sports market at this moment is valued at about $500 billion a year. By 2028, as we're heading into the Los Angeles Games, that's estimated to rise to about $700 billion a year.

We need to be adaptable. We need to be flexible. And we really do need to understand that the commercial market place for sport isn't just changing. It has fundamentally changed.

We need to switch from negotiation to collaboration. In the next four years I will transform transactional sponsorships into collaborative partnerships, ensure sponsor relationships are built on shared values and mutual goals.

We must also start listening to the consumer and deliver what the audience wants, when they want it, where they want it and with a barrier-free physical and digital experience.

We must create revenue streams that appeal to younger fans. The Olympic rings are among the world’s most recognisable symbols. They are an asset that must be unlocked further.

I will work with all of you to leverage this asset to attract new partners and reach untapped markets with high potential, particularly in Africa and Asia. I have spent 30 years in the commercial sports industry, it is one I understand.